Periodic Reporting for period 1 - SCRAMJET (Empowering Business Flights)
Reporting period: 2016-12-01 to 2017-05-31
The goal of the SCRAMJET innovation project is to build a web and mobile platform that allows business travellers (BTs) to better plan their flights by making better use of their time to meet existing or new potential clients, partners or providers.
SCRAMJET provides a networking solution to business people travelling to business events (e.g. exhibit or visit an industry trade-show) enabling event participants to meet each other, during their waiting times on take-off, flight connections and landing.
The work, funded under EC SME Instrument stage 1, was focused on performing in-depth business assessments (market, business model, business scenarios, IPR and go-to-market studies) to validate the initial SCRAMJET assumptions; contact with relevant stakeholders; and analyse user needs.
In parallel, the technical assessments (GNSS/EO feasibility analysis and User Interface (UI)/User Experience (UX) design concepts study) and product development was performed under ESA BIC support and WATERDOG’s own investment.
SCRAMJET provides a networking solution to business people travelling to business events (e.g. exhibit or visit an industry trade-show) enabling event participants to meet each other, during their waiting times on take-off, flight connections and landing.
The work, funded under EC SME Instrument stage 1, was focused on performing in-depth business assessments (market, business model, business scenarios, IPR and go-to-market studies) to validate the initial SCRAMJET assumptions; contact with relevant stakeholders; and analyse user needs.
In parallel, the technical assessments (GNSS/EO feasibility analysis and User Interface (UI)/User Experience (UX) design concepts study) and product development was performed under ESA BIC support and WATERDOG’s own investment.
Activities included a Market study to identify the best market strategy; several business model studies, to improve and validate SCRAMJET’s business model; an IPR assessment, to study IP protection measures for relevant concepts; a Go-to-market strategy validation to study business tactics and launch conditions; and validation of business models and stakeholders interest (airlines, event organisers, venues, airports, etc.). This validation was operational: first approaches to sales and communications channels, particularly by interviewing the stakeholders, to validate if our vision can be implemented or if it needs to be adapted.
The study confirmed interest from business travellers and other stakeholders, while the projections point to a significant business opportunity: more than 12 M€ of revenue in 2022.
SCRAMJET’s go-to-market strategy relies on partnerships with event organisers that will suggest its use as added-value service to event participants. Additionally, online marketing advertising and content marketing campaigns will be performed, targeted at participants of large-scale events. SCRAMJET role will be in planning travel and estimate post-travel impact: using SCRAMJET a user can plan which travel plan maximises business meeting opportunities (e.g. timing and flight exchange hub selection) and predict the post-travel potential impact e.g. in terms of number of business meetings expected before, during, and after an event.
SCRAMJET’s go-to-market strategy relies on partnerships with event organisers that will suggest its use as added-value service to event participants. Additionally, online marketing advertising and content marketing campaigns will be performed, targeted at participants of large-scale events. SCRAMJET role will be in planning travel and estimate post-travel impact: using SCRAMJET a user can plan which travel plan maximises business meeting opportunities (e.g. timing and flight exchange hub selection) and predict the post-travel potential impact e.g. in terms of number of business meetings expected before, during, and after an event.